Many companies disregard the critical link between organizational design and leadership development. By relying on promotional structures that measure skills, not behavior and assessing performance in the existing, not the potential role, they create over-layered structures that restrict career development for high-potentials—ultimately to the detriment of the entire organization. To enable talented individuals to contribute fully, it is important to realize that movement between promotional grades is not linear and that neither values nor existing skill levels are used as sole indicators of leadership potential.

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Executive Action Report
(6 pgs)

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